CORPORATE CULTURE, PROFESSIONAL ETHICS, AND CSR AS DETERMINANTS OF OPERATIONAL PERFORMANCE: EVIDENCE FROM VIETNAMESE FINTECH FIRMS
DOI:
https://doi.org/10.62985/j.huit_ojs.vol26.no3E.476Từ khóa:
Fintech firms, corporate culture, professional ethics, corporate social responsibility, organizational performance, emerging markets.Tóm tắt
This study examines the impact of corporate culture, professional ethics, and corporate social responsibility (CSR) on the operational performance of Fintech firms in Vietnam. While prior Fintech research has predominantly focused on technological innovation and adoption, limited attention has been given to internal organizational determinants of performance. Drawing on organizational culture theory, ethical climate theory, and stakeholder theory, this study develops and empirically tests a conceptual model linking corporate culture dimensions, professional ethics, CSR, and organizational performance. Using survey data collected from employees and managers in Vietnamese Fintech firms, the proposed model is analyzed using Structural Equation Modeling (SEM) with AMOS. The results reveal that all five dimensions of corporate culture significantly influence professional ethics, with honor and recognition exerting the strongest effect. Professional ethics is found to strongly promote CSR engagement and directly enhance organizational performance. Although CSR also has a positive effect on performance, its impact is weaker than the direct effect of professional ethics. Furthermore, professional ethics and CSR suggested mechanisms linking corporate culture to operational outcomes. This study contributes to Fintech literature by demonstrating that sustainable performance in technology-driven financial firms depends not only on digital innovation but also on strong cultural and ethical foundations. The findings offer practical implications for managers seeking to enhance operational performance through ethical governance and responsible management practices.
Tài liệu tham khảo
[1] P. Gomber et al. “On the Fintech revolution: Interpreting the forces of innovation, disruption, and transformation in financial services,” J. Manage. Inf. Syst., vol. 35, no. 1, pp. 220-265, 2018, doi: https://doi.org/10.1080/07421222.2018.1440766
[2] I. Lee and Y. J. Shin, “Fintech: Ecosystem, business models, investment decisions, and challenges,” Bus. Horizons, vol. 61, no. 1, pp. 35-46, 2018, https://doi.org/10.1016/j.bushor.2017.09.003
[3] D. W. Arner, J. Barberis, and R. P. Buckley, “FinTech, RegTech, and the reconceptualization of financial regulation,” Northwestern J. Int. Law Bus., vol. 37, no. 3, pp. 371-413, 2017. [Online]. Available: https://scholarlycommons.law.northwestern.edu/njilb/vol37/iss3/2
[4] E. H. Schein and P. A. Schein, “Organizational Culture and Leadership,” 5th ed. Hoboken, NJ, USA: John Wiley & Sons, 2017.
[5] D. R. Denison, “Corporate Culture and Organizational Effectiveness,” New York, NY, USA: Wiley, 1990.
[6] L. K. Treviño, G. R. Weaver, and S. D. Reynolds, “Behavioral ethics in organizations: A review,” J. Manage., vol. 32, no. 6, pp. 951-990, 2006, https://doi.org/10.1177/0149206306294258.
[7] R. E. Freeman, “Strategic Management: A Stakeholder Approach”. Boston, MA, USA: Pitman, 1984.
[8] M. E. Porter and M. R. Kramer, “Strategy and society: The link between competitive advantage and corporate social responsibility,” Harvard Bus. Rev., vol. 84, no. 12, pp. 78-92, Dec. 2006
[9] J. Greenberg, “Organizational justice: Yesterday, today, and tomorrow,” J. Manage., vol. 16, no. 2, pp. 399-432, 1990, https://doi.org/10.1177/014920639001600208
[10] L. K. Treviño, “Ethical decision making in organizations: A person-situation interactionist model,” Acad. Manage. Rev., vol. 11, no. 3, pp. 601-617, Jul. 1986, https://doi.org/10.5465/amr.1986.4306235
[11] B. Victor and J. B. Cullen, “The organizational bases of ethical work climates,” Admin. Sci. Quart., vol. 33, no. 1, pp. 101-125, Mar. 1988, https://doi.org/10.2307/2392857
[12] J. B. Barney, “Firm resources and sustained competitive advantage,” J. Manage., vol. 17, no. 1, pp. 99-120, Mar. 1991, https://doi.org/10.1177/014920639101700108
[13] B. F. Skinner, Science and Human Behavior. New York, NY, USA: Macmillan, 1953.
[14] H. Pallathadka and L. K. Pallathadka, “The impact of social responsibility on business performance,” Eur. J. Mol. Clin. Med., vol. 7, no. 11, pp. 8288-8304, 2020.
[15] I. Sameer, “Impact of corporate social responsibility on organization’s financial performance: Evidence from Maldives public limited companies,” Future Bus. J., vol. 7, no. 1, pp. 1–21, 2021, https://doi.org/10.1186/s43093-021-00075-8
[16] A. B. Carroll, “The pyramid of corporate social responsibility: Toward the moral management of organizational stakeholders,” Bus. Horizons, vol. 34, no. 4, pp. 39–48, Jul./Aug. 1991, https://doi.org/10.1016/0007-6813(91)90005-G
[17] J. Wang and X. Wang, Structural Equation Modeling: Applications Using Mplus, 2nd ed. Hoboken, NJ, USA: Wiley, 2020, https://doi.org/10.1002/9781119422730
[18] G. G. Dess and R. B. Robinson, Jr., “Measuring organizational performance in the absence of objective measures: The case of the privately-held firm and conglomerate business unit,” Strategic Manage. J., vol. 5, no. 3, pp. 265-273, Jul./Sep. 1984.
[19] N. Venkatraman and V. Ramanujam, “Measurement of business performance in strategy research: A comparison of approaches,” Acad. Manage. Rev., vol. 11, no. 4, pp. 801-814, Oct. 1986.
[20] J. T. Delaney and M. A. Huselid, “The impact of human resource management practices on perceptions of organizational performance,” Acad. Manage. J., vol. 39, no. 4, pp. 949-969, Aug. 1996.
[21] P. J. Richard, T. M. Devinney, G. S. Yip, and G. Johnson, “Measuring organizational performance: Towards methodological best practice,” J. Manage., vol. 35, no. 3, pp. 718-804, Jun. 2009.
